Supply Chain Manager

JOHN W. SWEENEY

* ******** *******

Livingston, N.J. 07039

Tel. 973-***-****

Cell 973-***-****

Email: *******@***.***

OPERATIONS AND ADMINISTRATION EXECUTIVE with over 15 years of diversified

experience in high-tech commercial and military products. Proven leader in

distribution and warehousing industries, both national and international.

Demonstrates success in Operations and Administration with growth in Sales

and profits through efficient and new approaches to business problem

solving and risk management.

PROFESSIONAL EXPERIENCE

J&F Consulting Strategic Consultant 05/09 to Present

Strategic Consultant for various industries; Expertise in Purchasing,

Production Planning and Inventory Control.

Coni-Seal Inc. Director of Purchasing & Supply Chain

07/08 to 04/09

Global Leader and Distributor of Automotive Parts.

. Implemented a VMI Program across all product categories. Results:

Reduced Safety Stocks form 10 Weeks to 5 Weeks,

. Negotiated Extended Terms From The Supply Chain. Results: Coni-Seal went

from 60 Days Terms to120 Days Term.

. Set-up a Trading Company in China through Coni-Seal's Shanghai Office.

Results: Consolidation of All Freight from Manufacturers in Mainland

China to One Central Location, Reducing LCL Shipments By 60%.

. Implemented E-Z Container Program. Results: Major Chains Were Able to

Build Their Own Containers to Be Drop-Shipped Directly to the

Distribution Centers From Mainland China, Eliminating 40,000 Square Feet

of Warehouse Space.

. Implemented Global Sourcing For All Products. Results: Currently 90% of

All Finished Goods From Off Shore.

. Created a Statistical Data Base For Forward Demand Forecasting. Results:

Increased Inventory Turns From 2 to 3.8 Over Six Months, While

Maintaining a 95% or Higher Fill Rate With the Customer Base.

Wagner Decorative Finishing Division Materials Manager

03/07 to 07/08

World Leader and Manufacturer of Spray Pump Technology.

. Implemented an Inventory Reduction Program to Reduce the Excess and

Obsolete Inventory at Wagner's New Jersey location. Result: Reduced

Inventory Approximately $3,000,000 from March 2007 through January 2007,

Which Represented a 25% Reduction of the Overall Inventory.

. Established regional procurement strategies in conjunction with an

overall global procurement plan. Result: Continual matrix communication

between suppliers and internal business teams at multiple levels.

. Developed Supply Stream Plans, including the implementation of contracts

in the Far East and Europe. Result: 30% Reduction in Overall Costs.

. Developed Prototype Program with Suppliers. Result: transferred more

than 50% of the new product development cost to the Supply Chain.

. Implemented VMI Program (Vendor Managed Inventory Program). Result:

Supply Chain Delivered Directly to WIP Locations on the Manufacturing and

Assembly Floor.

. Set-up Manufacturing and Assembly Operations in Mainland China. Result:

$2,000,000 in Cost Savings

. Implemented a Leveraged Buying Program with Suppliers. Result: Gained

Greater Purchasing Leverage and Reduced Overall Purchasing Costs By 10%.

Royle Industries, Inc. Purchasing/Inventory Control Manager

01/99 to 03/07

Manufacturing Company Dealing in Microwave, RF and Defense Contracts.

. Manufacturing Cost Reduction Program. Result: outsourced labor intent

assemblies reducing overtime by 32%.

. Manufacturing Productivity Program. Identified and qualified outsource

partners for product overflow for large one-time orders. Result: 18-week

industry lead-time was reduced to 4-6 weeks increasing "M" cap sales by

50%.

. Common based Assembly Program. Identified the different variations of an

assembly and reduced it to a common base assembly. Result: reduced the

amount of assemblies on hand by 25% while reducing the manufacturing

cycle time by 50%.

. Vendor Inventory Reclamation Program. Result: reduced inventory by 25%

while using credits to offset new purchases.

. Zero In-bound Freight Program. Results: consolidated vendor base while

reducing inbound freight costs by 25%.

. Payment Terms Program. Results: negotiated 2% net 90-day terms to align

payments to meet cash flow needs.

. Floor Ready Inventory Program. Result: reduced manufacturing cycle time

from 8 weeks to 4 weeks without increasing inventory.

KDI/Aeroflex Inc. Purchasing/Production Control Manager

02/97 to 12/98

Manufacturing company dealing in Microwave, RF & Cellular Products.

. Implemented manufacturing forecast. Result: reduced material costs by

20% while achieving on time deliveries.

. Implemented the use of Job Dispatch System. Result: reduced overtime by

tracking jobs within work centers.

. Implemented Global Sourcing. Result: 35% reduction in raw materials

cost.

. Implemented Global Out-Sourcing for assembly. Result: reduction of

overtime by 50% and a reduction of unit cost by 60%-70%.

. Implemented Global Out-Sourcing for testing. Result: reduction in capital

equipment budget for test equipment by $300,000.

. Implemented VMD or Vendor Managed Design. Result: reduced overtime in

drafting by 20%.

. Implemented consignment inventory with vendors. Result: reduced

inventory levels from $2,900,000 to $700,000 within a six-month period.

. Implemented VMI or Vendor Managed Inventory Program. Result: reduced

future inventory commitments by 80%.

. Implemented JIT II Program. Result: increased the turns on inventory

from 4 turns annually to 12 turns annually.

. Implemented a Store Program. Result: reduced picking by 75%.

. Implemented a Dock to Stock Program. Result: eliminated incoming

inspection and reduced direct labor overhead 10%.

. Implemented Zero Freight Program. Result: reduced freight budget by

$170,000 annually.

. Implemented Freight Pooling. Result: reduced freight from overseas to

KDI's facilities by 35%.

EDUCATION:

The New Jersey City University; B.A. Economics

New Jersey Institute of Technology; Industrial Engineering Studies

Villanova University; Six Sigma Certification

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